Criminal Justice Workforce Generational Differences

Generational Differences in the Criminal Justice Workforce

Introduction

Law enforcement agencies are currently faced with multiple challenges than any other time in the recent past. Other than the traditional crime-related challenges that continue to plague societies, institutions must address the current challenges like increased intake of drugs, cyber-attacks, terrorism, and advances in weaponry (Dietrich, 2018). Despite these frustrations, police institutions are also faced with the problem of changing the workforce where different groups of age serve side by side (Steverman, 2017). However, even though they bring diverse talents and strengths to the organization, each of them has a particular need that the police institutions have to understand and address.

Conversely, leadership refers to social relationships among individuals or groups that rely on one another to achieve particular goals or targets of mutual interests. Good leadership enables groups and individuals to attain their objectives by focusing on the group’s maintenance needs and the need for the group to make progress towards achieving their goals. On the other hand, management is the process of directing, planning, controlling, and organizing the activities of workers in association with additional resources to achieve organizational objectives (Steverman, 2017). At the same time, an organization refers to people working together for a common goal. It can be a business, charity group, or a corporation formed with a common interest.

Generational Groups

Every generation, including police departments, undergo transition. Currently, for the first time in the American Workforce history, four age groups work together (Dietrich, 2018). They include traditionalists, Baby boomers, Generation X, Generation Y, or the Millennials.

Traditionalists

Workers within this generation have recently become less common in law enforcement. Nevertheless, they still have positions within the agencies, primarily due to the difficulties in retiring within the current economy (Dietrich, 2018). In their early careers, workers and companies took care of one another. They were both loyal to one another, and personnel would stay within one organization long before retiring. They used to gain promotions and recognition primarily through job tenure (Steverman, 2017). Traditionalists focused on wrong and right while valuing their reason for existence and the company rules. They firmly believed that every employee must respect such imperatives, otherwise face the consequences. They strictly hold to their ways.

Baby boomers

They are success-oriented and would leave anything else to work hard and long hours to attain success. They are, as a result, considered workaholics. They began working when a dominant characteristic still represented institutional loyalty; however, they also went through downsizing and layoffs (Dietrich, 2018). Moreover, due to increased competition and reduced job availability, baby boomers developed a competitive edge and fought for positions.

Generation X

Due to a lack of parental engagement, this generation was made up of the first “latchkey kids” and became self-reliant. They included personnel that expected their leaders and managers to tell them what to do and then left to complete the task independently. They hate close supervision because they believe in hard work while on the job. Nonetheless, they also value flexibility for family interaction and work-life balance-time off.

Millennials

Millennials are known to be individuals who grew up under closely engaged parents’ protection. They would receive rewards simply for their efforts, and adults referred to them as “special.” They are the representation of the wanted children of the generations. Therefore, they developed high self-esteem (Dietrich, 2018). They want the best, are ambitious with many expectations, and strive to attain high life quality thinking they deserve it. As a result, they are very ambitious and driven by high expectations.

Within the modern police organization, it is critical to consider the alternative mindset held by the Millennials. They want to be heard, accommodated and seen. They look for the same learning opportunities as their peers, and they expect to climb the success ladder through promotions and transfers quickly (Steverman, 2017). The old generations believed in serving their time to climb the ladder to becoming sergeants and detectives (Dietrich, 2018). They did not anticipate upgrades or moving to specialty units until they attained years of experience. This generation expects and desires technology at places of work.

Moreover, they are not hesitant to change agencies even at the onset of their careers whenever they see something else of value (Twenge & Campbell, 2008). They go after what makes them happier at a particular time. As a result, whenever they are not pleased with the employers’ offer, they immediately look for a better option.

Consequently, managers should have new tactics and skills to retain and motivate the millennials within their workplaces. Leaders today must adopt some leadership techniques to handle the millennials within their organizations. One, leaders must lead the millennials with integrity and honesty. Leaders have to be role models (Dietrich, 2018). Moreover, millennials expect their ideas to be respected and listened to irrespective of their job experience. Leaders must therefore respect and listen to their opinions. Finally, leaders must establish a flexible working plan for them. This is because the majority of them value family time and children.